This post continues an ongoing conversation about The Coherent Organization. The article describes The Coherent Organization , the Internet Time Alliance ‘s shorthand for a company where individuals are aligned with the organizational mission and information flows from outside in and back again in ways that accelerate work.

Learnscaping — taking a systems view of learning in an organization — necessarily addresses a broad array of topics and disciplines. Blogging – Still Good For You and For Organizations - Wirearchy , August 22, 2009. UN and Google Create Climate Change Mapping Resources , August 4, 2009. Tags: change

The rules have changed. Tossing around on a sea of turbulent change, companies that can’t respond to new situations rapidly are sunk. Successor companies benefit the parent organization’s stakeholders. The coming of the network age is as big a change as any of us are likely to see. Seismic change cannot be delegated.

Home About Future of Talent Subscribe Over the Seas Thoughts on Recruiting, Learning and Other Things as I Ramble around the World Which Century is Your Organization In? by Kevin Wheeler on February 15, 2010 If you read my previous post on talent trends , you are aware that life in organizations is undergoing tectonic change.

You're reading fresh content from Dan Pontefract at Brave New Org: In 2003, when Nicholas Carr penned the piece “ IT Doesn’t Matte r “, an overlooked definition of what he referred to as ‘infrastructural technologies ‘ may now be, in 2012, unintentionally defining the relationship between IT and the organization.
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Many of these organizations have zero tech support. Tags: Change Tools The Internet Time Community has been hosted on Ning for a little over three years. Most of the time, it has been more of a test site than a real community. We’ve experimented with features, swapped ideas, kept track of one another, and so forth. No sweat.
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'The way we manage our organizations is largely ineffective for the complex challenges we face, whether driven by the environment, demographics, economics, or politics. But hierarchies are rather useless to create, innovate, or change. In a fast evolving environment, management thinking needs to continuously change as well.
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As hyperlinks subvert hierarchy , so does work fragmentation subvert organizations. In knowledge-based work the primary unit of value creation has shifted from the organization to the individual. In an economy based on trusted knowledge networks of individuals, the role of the organization may revert to merely a supporting one.
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